I’m Traidy Bugeja-Naidoo. I partner with organisations across the disability and community services sectors, plus not-for-profit and social impact, from a founder who built and ran a registered NDIS provider.
A registered NDIS provider. Built it, ran it, and lost sleep over it. I’m not advising from a textbook.
Most consultants speak compliance. Most advocates speak community. Few translate between both.
His ability to weave lived experience with practical tools made the conversation both moving and actionable. He created a space where everyone, from frontline workers to sector leaders, felt seen and inspired.
Chosen Family has set a new benchmark in this space. Their LGBTIQA+ training is grounded in lived experience and delivered with a high level of professional insight. This training is not just important, it’s essential.
Traidy is a powerhouse: poetic, affirming, and deeply grounded in lived experience. He doesn’t perform impact, he embodies it. I couldn’t recommend him more highly.
If you’re looking for a speaker who brings soul, strategy, and substance, Traidy is the voice you want. He doesn’t just talk change. He activates it.
Nothing can prepare you for hearing Traidy speak. He is a lyrical, eloquent, engaging, and powerful presenter. Speaking with love, compassion, and deep knowledge of what he shares.
Whether Traidy is sharing personal, lived experiences, or offering practical ideas and tips, he has a unique ability to connect, inspire and motivate people.
Traidy’s strength lies in his ability to weave personal storytelling with advocacy, always underpinned by themes of liberation, belonging, and inclusive care. He speaks with authenticity, humility, and clarity, resonating with audiences from all walks of life.
Traidy is wonderful and always brings with him an energy and a realness that really engages you in the topic at hand. By the end of it I felt empowered, challenged, and ready to slay.
Ten advisory services across governance, operations, leadership and inclusion. Engage one, several, or weave them into a programme. Every engagement begins with a complimentary consultation.
Board governance, NDIS and regulatory compliance, risk and policy, from a registered-provider founder and ISO 9001 Lead Auditor.
Provider strategy, registration, intake design, growth and operational support, from someone who built one.
Fractional executive leadership, board and growth strategy, without the cost of a full-time hire.
Lived-experience-led inclusion frameworks, staff training and policy review that shift culture from surface to core.
What would change if you had one trusted, experienced operator beside you, just one day a week?
In Australia in 2026 a senior executive, a COO, BDM or General Manager, costs $210,000 to $290,000 once superannuation, leave, recruitment and onboarding are counted. Most growing organisations can’t justify that yet. Most growing organisations need exactly that.
Engage me by the day or by the project. No superannuation. No sick leave. No recruitment cost. No 12-week onboarding curve. No hardware. No payroll tax. Most clients save $80,000 to $120,000 a year against an equivalent full-time hire, and get more relevant experience in the bargain.
I founded Chosen Family. I’ve recruited support workers, run intakes, sat through audits, redesigned policies, navigated complaints, made payroll, and lost sleep over participant outcomes. When I sit alongside you, we’re not theorising. We’re working from shared ground.
Boards don’t see operations. Staff can’t be the audience for doubt. Family is tired of hearing about work. I can be the audience. I’m legally trained, professionally bound, and I will never repeat what you tell me.
Book me as your fractional Business Development Manager for one or two days when you’re entering a new market, scoping a partnership, or running a campaign. Seven hours of senior strategic energy, focused entirely on your organisation.
I work with mission-led organisations that carry real responsibility to the people they serve, and real scrutiny from the systems around them.
Registration and the new pathway, audit readiness, intake and growth, from a founder who built and ran one. Sole traders through to multi-site organisations.
Governance, sustainable growth and board support that protect the mission while the funding environment shifts underneath it.
Fractional leadership, governance uplift and strategic planning at the top table, plus confidential advisory for the person carrying it.
Mid-sized NDIS providers, training organisations, government and council inclusion teams, and community-sector founders navigating audit, growth, inclusion, workforce, or reform pressure.
Sydney-based, servicing nationally. Approximately 70% of engagements run remotely. On-site work is available nationally, with travel billed at cost.
It means designing from the participant’s experience back to the policy, instead of from the regulator forward to the participant. Every intake form, audit and training is treated as a touchpoint with a real human life.
Yes. Raise it on the discovery call and we’ll find a structure that works for your organisation.
A capped portion of hours each quarter is available for community-led, queer, CALD or First Nations organisations at sliding-scale or pro bono rates.
Yes. Certificates are available on request.
Book a complimentary 30-minute discovery call. We’ll talk about what you’re carrying. I’ll tell you whether I can help, whether someone else would be better suited, or whether you don’t need anyone at all. No pitch. No pressure. Just a conversation.
Based in Sydney. Servicing nationally.
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Consult Traidy acknowledges the Traditional Custodians of the lands on which we live and work, and pays respect to Elders past, present and emerging. We are a queer-led, CALD-led practice. We work inclusively with disabled, queer, CALD and First Nations communities.
Consult Traidy provides general expertise only. Nothing on this website constitutes specific legal or clinical advice.
When a project fails, the problem usually shows up near the end. But in most cases, the cause was there from the first week.
I have seen this across disability services, community organisations and not-for-profits. A new system, a new service, a new site. Everyone is enthusiastic at the start. Then months later the project is late, over budget and not quite what anyone wanted. When you trace it back, the issue is rarely the people. It is that the project was never set up clearly in the first place.
Project management is the discipline of planning, organising and guiding work so it delivers what it was meant to. It does not need complicated software or thick documents. It needs a few basic things done well, early.
The most important question in any project is also the one most often skipped: how will we know we are finished? If different people have different answers, the project will drift.
Write down what success looks like in plain language. Not "improve our intake process," but "new participants can complete intake in one visit, and staff no longer re-enter the same information twice." A clear finish line keeps everyone pointed in the same direction.
Projects owned by everyone are owned by no one. Every project needs one person who is responsible for keeping it moving, making sure decisions get made and raising problems early. That person does not do all the work. They make sure the work comes together.
Scope is what the project includes, and just as importantly, what it does not. Without clear scope, projects grow quietly. Each extra request seems small, but together they stretch timelines and exhaust teams. Agree the scope at the start, and when new ideas come up, decide on purpose whether they come in now, later or not at all.
Large projects feel overwhelming and are hard to track. Breaking the work into smaller milestones, each with a clear outcome and date, makes progress visible and problems easier to spot. It is far easier to fix a two-week delay than to discover a six-month one.
Most projects in our sector change how people work, which makes them change projects as much as delivery projects. The people affected need to understand why the change is happening, have a chance to shape it and know what it means for them. A project can be delivered on time and still fail if the team does not use what was built.
When a project ends, take time to finish it well. Confirm that what was promised was delivered. Hand over clearly to whoever will look after it. And ask the team three honest questions: what went well, what did not and what would we do differently? Those lessons make the next project easier.
Good project management is not about control. It is about clarity: a clear goal, a clear owner, clear scope and clear communication. Get those right at the start, and most of the problems that sink projects at the finish never get the chance to grow.
Want a hand putting this into practice? Let’s talk it through.
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